scholarly journals An analysis of the perceived difficulties arising during the process of integrating management systems

2016 ◽  
Vol 9 (3) ◽  
pp. 860 ◽  
Author(s):  
Jesus Abad ◽  
Henrry Ricardo Cabrera ◽  
Alberto Medina
Keyword(s):  
Integrated Management ◽  
Negative Relationship ◽  
Organisational Change ◽  
Nonparametric Tests ◽  
Integrated System ◽  
Iso 14001 ◽  
Management Systems ◽  
Design Stage ◽  
Strategic Choices ◽  
Integration Of Management Systems

Purpose: This study empirically scrutinises the difficulties that result from the integration of management systems and analyses the role of strategic actions and organisational factors on the difficulties-integration relationship.Design/Methodology/Approach: For the empirical application we use a unique dataset of Spanish certified firms (ISO 9001, ISO 14001 and OHSAS 18001) with integrated management system. We employ an analysis based on nonparametric tests to detect differences in the distribution of perceived difficulties across groups of firms grouped according to strategic choices and business size.Findings: Results show that the most relevant difficulty faced by managers is the employees’ resistance to chance. Also, results suggest that the effective integration of management systems is conditioned by the sequence of integration of the systems, the integration level achieved and the structure governing the new integrated system. We also report a negative relationship between perceived difficulties and firm size.Practical implications: For business strategists, our results underline the relevance of designing governance structures that match the requirements of the integrated system and interlock organisational and technical aspects at the design stage of the new integrated system. Additionally, the findings suggest that managers should also develop communication actions that increase the participation and involvement of workers at all stages of the integration process.Originality/value: Most research emphasises the benefits of integrated management systems. By analysing the difficulties that arise during the integration process, this study contributes to fill a gap in the literature on the problems associated with processes of organisational change, in our case the integration of management systems.

Auditing Supports the Integration of Management Systems in the Nuclear Industry

2004 ◽  
Author(s):  
I. A. Beckmerhagen ◽  
H. P. Berg ◽  
S. V. Karapetrovic ◽  
W. O. Willborn
Keyword(s):  
Management System ◽  
Safety Management ◽  
Integrated Management ◽  
Health And Safety ◽  
Integrated System ◽  
Nuclear Industry ◽  
Management Systems ◽  
Quality And Safety ◽  
Nuclear Facility ◽  
Integration Of Management Systems

Integration of function-specific management systems in organizations is rapidly becoming a topic of interest for managers and auditors alike. This is mainly due to the proliferation of management system standards that foster compliance with the stated criteria for quality, environmental, occupational health and safety, social responsibility and other function-specific aspects of performance. While most of the available literature on this topic focuses on the integration of standards, there is comparatively little information available on how to actually build an integrated system internally. This paper hypothesizes that, besides using audits for the implementation of the available procedures, audits can provide an excellent basis for these integration efforts. Therefore the prerequisites, strategies and resources necessary for an effective audit in support of integrated management systems are discussed. The paper also describes how audits are used to improve a combined quality and safety management system in a German nuclear facility.

scholarly journals Evaluation of Maturity Level of QSE Management Systems: Empirical Analysis, Case of Moroccan Companies

2016 ◽  
Vol 10 (5) ◽  
pp. 10 ◽  
Author(s):  
Mariyam Moumen ◽  
Houda El Aoufir
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Management Systems ◽  
Maturity Level ◽  
Integrated Management System ◽  
Integration Levels ◽  
Over Time ◽  
Integration Of Management Systems

Nowadays, the adoption of management systems dedicated to quality, environment and safety in company have become real issues, a competitive argument. They also have a reputation and international recognition. For some companies, they become like a prerequisite for their proper development.The aims of this paper is to understand how the Moroccan organizations who have an Integrated Management System integrate their management systems and the way that they perceive the challenges of managing several management systems in parallel over time. According to a survey carried out with thirty four Moroccan firms, we analyze empirically the implementation of different MSs such as: ISO 9001, ISO 14001 and OHSAS 18001. Specially, we evaluate the integration levels of different management systems elements such as humans and documentation resources, objectives, procedures and audit. We analyze also the perceptions of companies about the advantages and the challenges encountered into the integration of Management Systems in organizations with more than one Management system.

scholarly journals Integrated Management System and Corporate Risk Management

TEM Journal ◽  
2021 ◽  
pp. 1686-1693
Author(s):  
Naqib Daneshjo ◽  
Peter Malega ◽  
Jakub Kóňa ◽  
Barbara Barilová
Keyword(s):  
Production Efficiency ◽  
Business Processes ◽  
Integrated Management ◽  
Integrated System ◽  
Management Systems ◽  
Increase Production Efficiency ◽  
Corporate Risk Management ◽  
Main Motive ◽  
Definition Of ◽  
Integration Of Management Systems

The main motive for the integration of management systems should be to increase production efficiency by reducing losses due to overlapping resources of individual management systems running in parallel. In addition, by integrating, organisations can ensure the definition of unambiguous responsibilities and prevent problems at process interfaces as well as conflicting goals of individual management systems. The integration of management systems into one comprehensive and the implementation of an integrated system into the overall management of the organization would help to more effectively manage the risks associated with their business processes, resources and thus ensure prevention of these risks.

DEVELOPMENT AND IMPLEMENTATION OF ELEMENTS OF AN INTEGRATED MANAGEMENT SYSTEM ENTERPRISE

2021 ◽  
Author(s):  
М.В. ДВАДНЕНКО ◽  
А.Г. МАРЧЕНКО
Keyword(s):  
Quality Management ◽  
Management System ◽  
Quality Management System ◽  
Integrated Management ◽  
Iso 14001 ◽  
Management Systems ◽  
Foreign Markets ◽  
Integrated Management System ◽  
Further Development ◽  
Integration Of Management Systems

Интеграция систем менеджмента (ИСМ) позволяет унифицировать процесс управления и снизить издержки, в том числе на ликвидацию последствий ошибочных управленческих решений. Сформулированы 12 последовательных этапов внедрения эффективной системы менеджмента качества по ГОСТ Р ИСО 9001–2015 и ГОСТ Р ИСО 14001–2016 на примере ООО «М» (Туапсе), деятельность которого связана с оказанием круглосуточных услуг по бункеровке судов в порту и на рейде. Представлена последовательность выполнения 12 этапов ИСМ. Рассчитаны общие затраты на проведение работ по ИСМ за 12 мес. Совершенствование системы менеджмента качества будет способствовать дальнейшему развитию предприятия и укреплению его позиций на внутреннем и внешнем рынках. Integration of management systems (IMS) allows to unify the management process and reduce costs, including the elimination of the consequences of erroneous management decisions. 12 successive stages of implementation of an effective quality management system in accordance with ISO 9001–2015 and ISO 14001–2016 have been formulated using the example of LLC «M» (Tuapse, Krasnodar region), whose activities are related to the provision of round-the-clock bunkering services in the port and in the roadstead. The sequence of execution of 12 stages of the IMS is presented. Calculated the total cost of work on the IMS for 12 months. Improving the quality management system will contribute to the further development of the company and strengthen its position in the domestic and foreign markets.

scholarly journals Integrated management systems diffusion models in South European countries

2018 ◽  
Vol 35 (10) ◽  
pp. 2289-2303 ◽  
Author(s):  
Mónica Cabecinhas ◽  
Pedro Domingues ◽  
Paulo Sampaio ◽  
Merce Bernardo ◽  
Fiorenzo Franceschini ◽  
...  
Keyword(s):  
Integrated Management ◽  
Early Years ◽  
Iso 14001 ◽  
European Countries ◽  
Saturation Level ◽  
Management Systems ◽  
The South ◽  
Cross Sectional ◽  
Data Set ◽  
Content Type

Purpose The purpose of this paper is to dissect the diffusion of the number of organizations that implemented multiple management systems (MSs), considering the International Organization for Standardization (ISO) 9001, ISO 14001 and OHSAS 18001 standards (quality, environment and safety) in the South European countries: Italy, Portugal and Spain. In addition, based on the data collected, forecasting models were developed to assess at which extent the multiple certifications are expected to occur in each studied country. Design/methodology/approach Data concerning the evolution of the amount of multiple MSs in Italy, Portugal and Spain were collected for the period between 1999 and 2015. The behavior of the evolution of the number of MSs over the years was studied adopting both the Gompertz and the Logistic models. The results obtained with these two models were compared and analyzed to provide a forecast for the next years. Findings The diffusion throughout the years of the number of MSs presents an S-shaped behavior. The evolution of the amount of MSs in countries with a lower saturation level are properly fitted by the Gompertz model whereas the Logistic model fits more accurately when considering countries with a larger saturation level. Research limitations/implications The data related to the early years are not available in some of the countries. To overcome this shortcoming missing data were extrapolated from the data set provided by the annual ISO survey. Additionally, the integration level attained by each company was not assessed and, on this regard and in the scope of this paper, an integrated management system is understood as implemented when organizations have multiple MSs implemented. Practical implications The results provide a cross-sectional portrayal of the diffusion of MSs certifications in the South European countries and enable a forecast for the trend in the next years. Originality/value This study aims for the first time, to the best of the authors’ knowledge, to analyze the diffusion of multiple MSs throughout the years.

Research on the Use of Integrated Management Systems

2021 ◽  
Vol 110 ◽  
pp. 31-36
Author(s):  
Cristina Petronela Simion ◽  
Traian Valeriu Popescu ◽  
Mirona Ana Maria Popescu ◽  
Andreea Maria G. Militaru
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Good Practice ◽  
Health And Safety ◽  
Implementation Process ◽  
Integrated Approach ◽  
Quality Standard ◽  
Iso 14001 ◽  
Management Systems ◽  
Integrated Management Systems

Many organizations have adopted or are adopting standards and / or specifications of management systems, such as ISO 9001, ISO 14001, OHSAS 18001, ISO / IEC 27001, ISO 22000, and ISO / IEC 20000, out of necessity or to align with trends. Unfortunately, it often results in a set of independent systems, with different goals and objectives. These fragmented systems are often documented in non-uniform styles, are under the control of different people and are audited separately. Integrated management systems (IMS) allow management to establish directions for the effective and efficient fulfillment of the organization's objectives. From managing employee needs to study the performance of competitors, encouraging good practice, and minimizing risk and maximizing resource utilization, the integrated management system approach can help the organization meet its strategic business objectives. Integration must be planned and implemented in a structured way. Many organizations have adopted the standards of the management system due to external pressures, following customer requests to implement a quality standard or external requirements to introduce an environmental system, and / or occupational health and safety [2]. On the other hand, the integration of management systems has beneficial effects on the whole business. Therefore, the first concern must be to understand the needs of the business, correlated with the mission and vision of the organization. In order to respond to the growing interest in an integrated approach to management systems and organizational risk management, the first step an organization must take is to define the common requirements of management systems. The authors aim in this article to present the advantages brought by IMS by their correct implementation within organizations. A review of the current integrated management systems is carried out and the problems that arise during use are exposed. The research includes a guide of good practices from the start to the end of an IMS implementation. Thus, the use of synergies and the integration of resources allows the creation of an efficient and simplified management system. Processes and procedures are viewed from several angles, in order to identify and optimize the IMS implementation process in order to obtain positive results.

Management systems integration: survey results

2017 ◽  
Vol 34 (8) ◽  
pp. 1252-1294 ◽  
Author(s):  
Pedro Domingues ◽  
Paulo Sampaio ◽  
Pedro M. Arezes
Keyword(s):  
Design Methodology ◽  
Implementation Process ◽  
Integrated System ◽  
Iso 14001 ◽  
Management Systems ◽  
Content Type ◽  
Survey Results ◽  
The Common ◽  
Effective Integration

Purpose The purpose of this paper is to report the results from a survey carried out among Portuguese companies with their management systems (MSs) certified according to, at least two of the following standards: ISO 9001, ISO 14001 and OHSAS 18001. In addition, the results from a second survey conducted amid a group of experts that pointed out several aspects that impact on the integration level will be dissected. Design/methodology/approach The phenomenon of MSs integration is hardly transferable to a contained environment so some of the common research methods traditionally adopted include case studies, surveys, interviews and observation in situ. The findings from two surveys online among Portuguese companies and Portuguese experts are reported in the current paper. Findings The results suggest that a set of common characteristics is present on the majority of the surveyed companies. On first hand, there is evidence of an effective integration of the policies and the existence of an integrated system manager on the organizational structure of the companies. On the other hand, results suggest that training was provided to top management concerning integration issues, an integrating concept was taken into account during the implementation process and tools, and methods and objectives of the subsystems are aligned. Research limitations/implications This paper addresses the issues raised in the mainstream scientific bibliography through the collection of information amidst Portuguese companies. At this stage, it is not possible to infer at which extent the conclusions may be transferable to other geographic contexts. The small number of companies that completed the survey precludes the statistical generalization of the findings but the analytical generalization is not impaired. Originality/value The authors believe that the conclusions of this paper may aid both practioneers and scholars in the understanding of a complex but manageable organizational phenomenon. In addition, through the contents of this paper companies may collect information regarding the pertinent issues to address when developing their IMSs.

Environmental Management Systems and Environmental Performance: The Case of Russian Energy Sector

2019 ◽  
Vol 9 (7) ◽  
pp. 1377
Author(s):  
Valery V. IOSIFOV ◽  
Svetlana V. RATNER
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Management System ◽  
Integrated Management ◽  
Environmental Management System ◽  
Iso 14001 ◽  
Management Systems ◽  
Environmental Management Systems ◽  
Legal Form ◽  
Energy Companies

Nowadays one of the most common organizational eco-innovations in energy companies is introducing environmental management systems (EMS). Nevertheless, the issues of environmental and economic efficiency of EMS remain controversial. The purpose of this work is to develop a methodology for assessing the effectiveness of environmental management systems of Russian energy companies certified in accordance with ISO 14001. Since Russian companies do not have EMAS conformance certificates, the issues of the effectiveness of environmental management systems under the European Environmental Management Scheme and eco-audit were not considered in this study. The study is based on the data from annual corporate reports of the largest energy companies of the Russian Federation, which have the organizational and legal form of public joint-stock companies. The selection criteria were: i) the existence of an integrated management system, which is based on a certified environmental management system; ii) the presence in the corporate reports of data on the environmental performance of the company, at least a few years before and after the introduction of EMS, sufficient for statistical analysis using a two depended samples T-test. The study has shown that the application of ISO 14001 can be considered as a condition for the development of eco-innovation, as a well-designed environmental management strategy covers the whole range of issues related to innovative development, modernization and competitiveness. The introduction of EMS is also associated with an increase in the information transparency of the entire production system of the company, which is also a positive point in terms of the development of innovative processes.

Support of Integrated Management Systems by the Use of In-Plant Information, Management and Monitoring Systems

2005 ◽  
pp. 317-332
Author(s):  
Stefan Braker
Keyword(s):  
Information Management ◽  
Present Status ◽  
Integrated Management ◽  
Parallel Systems ◽  
Management Systems ◽  
Second Step ◽  
Monitoring Systems ◽  
The Past ◽  
The Right ◽  
Integration Of Management Systems

For many organisations the present status of integration of management systems raises the question where the development goes and whether there are not further new approaches to be pursued in the next years. Due to different perceptions of the term integration and in conflict for the right approach to the system, numerous parallel systems developed in the past. The following contribution describes the targets of different types of management systems and points out strategies and structural approaches of integration. In a second step the possibilities of ICT-supported solutions are resumed exemplarily. ICT-supported information, management and monitoring systems as components will take a central role in integration of management systems and have to be developed for further requirements.

ALGORITHM FOR CREATING AN INTEGRATED QUALITY MANAGEMENT SYSTEM AND FOOD SAFETY

2018 ◽  
Author(s):  
Н.Б. ТРОФИМОВА ◽  
Е.О. ЕРМОЛАЕВА
Keyword(s):  
Food Safety ◽  
Quality Management ◽  
Management System ◽  
Food Industry ◽  
Quality Management System ◽  
Integrated Management ◽  
Integrated System ◽  
Iso 9001 ◽  
Management Systems ◽  
Integrated Management System

Обоснована необходимость внедрения интегрированной системы качества и безопасности продукции на предприятиях пищевой промышленности. Рассмотрены три системы менеджмента, соответствующие ИСО серии 9000, ХАССП и ИСО 22000. Проведен сравнительный анализ действующих стандартов – ГОСТ ISO 9001, ГОСТ Р ИСО 22000, ГОСТ Р 51705.1–2001, направленный на установление общих требований данных систем менеджмента и объединение их в требования интегрированной системы менеджмента качества и безопасности пищевой продукции. Показано, что сочетание нескольких систем и их интеграция позволят обеспечить эффективность работы пищевого предприятия. Рассмотрены модель и принцип формирования интегрированной системы управления на предприятиях пищевой промышленности. Модель апробирована на ОАО «Ленинск-Кузнецкий хлебокомбинат». Разработанная интегрированная система является эффективным инструментом повышения эффективности бизнеса в целом. The need for the introduction of an integrated system of quality and safety of products in the food industry is justified. Three management systems, corresponding to ISO 9000, HACCP and ISO 22000, are considered. A comparative analysis of the existing standards-GOST ISO 9001, GOST R ISO 22000, GOST R 51705.1–2001, aimed at establishing the General requirements of these management systems and combining them into the requirements of an integrated system of quality management and food safety, was conducted. It is shown that the combination of several systems and their integration will ensure the efficiency of the food enterprise. The model and the principle of formation of an integrated management system in the food industry are considered. The model was tested at JSC Leninsk-Kuznetsk bakery. The developed integrated system is an effective tool to improve the efficiency of the business as a whole.

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